Stay Cool, But Don’t Freeze

By: Andy Fry, Coach & Director of Operations, Renogize Professional Coaching

What scares you?  If you are like me (and most humans) it is fear of the unknown. What was that bump I heard downstairs? How much is this procedure going to cost? Why does this person look so angry? When we experience fear, our bodies give us a shot of adrenaline, and how we respond to it is incredibly important as leaders.  

A typical response to adrenaline is to fight. These are the people that will want to punch the circus clown in the face. The unhealthy leader will seek to control the situation forcefully, alienating not only those involved, but also the innocent bystanders who witness the verbal or physical onslaught.  Among other obvious problems with this reaction, it is important to note that not everything that scares us is evil or even our enemy. On the flipside, an emotionally intelligent leader will protect others and stand up for what they feel is right without leaving a wake of carnage.  

A second response to adrenaline from a perceived threat is to run from it. My oldest son fits the bill here perfectly. When he was younger, you couldn’t catch him if he heard lightning, or if someone came to the door. The unhealthy leader will flee from the thought of something being scary, putting off the problem. “Those that choose to run away can live to run away another day.” The healthy leader, however, can properly assess the threat and decide if it is a battle worth facing at that time. 

There is a third response to fear that is common. Some people freeze. Freezing has the potential to be the most detrimental to leaders. Whether voluntary or involuntary, their inaction allows the perceived threat to run its course, for good or ill. This puts leaders, and their teams, in extremely vulnerable positions.   

One exercise in increasing your self-awareness, a pillar of emotional intelligence, is to face your emotions head on through introspection. What is causing this reaction? Why do I feel this way? An interesting byproduct, simply by looking intently at their responses, most people’s emotional intelligence increases. They haven’t even started to address anything yet! 

Before you can act, you will have to do a self-assessment. Then, and only then, will you be able to make appropriate changes. How do you respond to fear? What are the negative repercussions of your response? To quote one of my favorite cartoons as a child: “Now you know. And knowing is half the battle!” 

Leading with Integrity

By: Jennifer Franko, Coach & Account Manager, Renogize Professional Coaching

“Integrity is the trait on which all leadership rests. If you do not practice integrity, you are not a

leader—because no one will be following you.”

- Sean Olson, Co-Founder & CEO, Renogize Professional Coaching

At the heart of effective leadership lies integrity—and it is serious business.

Integrity in leadership means doing the right thing, even when no one is watching. It means being honest, transparent, and consistent. It’s aligning actions with words, making decisions guided by values rather than convenience, admitting mistakes when they happen, and taking responsibility when things go wrong.

A leader who practices integrity sets the standard for their team, creating an environment where trust and respect can thrive and a culture where others feel safe to contribute and grow.

Without integrity, the foundation of leadership crumbles, leaving no one to follow. When leaders lack integrity, promises are broken, trust is lost, credibility quickly erodes, respect diminishes, and team morale suffers. People won’t follow a leader who is inconsistent, deceptive, or self-serving—a leader who prioritizes personal gain over collective good or whose actions betray their words. Ultimately, leaders who lack integrity are left standing alone.

To lead effectively, a leader must practice integrity consistently, as it is the cornerstone of trust, influence, and lasting impact. Practicing integrity consistently fosters loyalty and unity, enabling teams to achieve great things together.

Sean’s words above remind us integrity is the foundation upon which all other leadership qualities are built. It’s what separates true leaders from mere authority figures.

Be the leader your people need—one who practices integrity with unwavering commitment.

Can you honestly say you practice integrity as a leader? What shifts or changes do you need to make to practice integrity in your leadership every day?

Busyness

By: Andy Fry, Coach & Director of Operations, Renogize Professional Coaching

Have you ever been a part of a team that inflated the value of busyness? I recently worked with just such a team. The leader of the team, who we will call “Julia,” would frequently state how busy her employees were. She would mention how busy she was. It was the expectation that everyone was too busy. But were they really?

When a culture of busyness is rewarded in an organization, there are often negative effects both seen and unseen. Consider the following effects on stress and anxiety:

• Increased levels during high demands due to not feeling that you have enough time to complete your work and due to not being able to see the end of the season.

• Maintained inflated levels during low demands due to wanting to project an exaggerated view of your productivity and due to anticipation of the next frantic season.

A natural biproduct of this culture, the typical teammate will also SAY they are busy even if they aren’t. The cost? A decrease in additional opportunities that could have resulted in professional growth. Julia truly cared about her team and wanted the best for them. When new tasks came up, she took them on herself rather than delegating them so as not to overload her team.

Did you catch that? When the leader fosters an environment of busyness, it tends to create more workload for themselves and fewer opportunities for their people.

If you are a leader in this type of culture, there are things you can do to begin to change the course.  Here are a few tactics that Julia implemented.

1. Define what is making you feel busy.  Name it. When given a name it becomes less scary, less ambiguous, and easier to adjust or correct.

2. Remove “busy” from the office language. Focus instead on how “productive” and/or “effective” you and your team are.

3. When delegating tasks, ask what priorities will have to take a backseat to accomplish this new priority.

Consider how the words you use around being “busy” might affect the people around you. Julia’s team is improving, they are communicating better than ever, and she is finally able to pull up and focus more on leading.

Make course corrections if necessary and continue to lead well!

Tough Conversation? Use H.E.A.T. to Cool It Down

By: Brian Ellis, Coach, Renogize Professional Coaching

How you choose to manage through a heated conversation can surprisingly cool things down.

I experienced a pivotal career moment a few years ago when I learned about the H.E.A.T. model (developed by John Hartley). After learning and practicing the H.E.A.T. model both in my personal and professional life, I was amazed at how this simple technique could turn confrontation toward resolution. I often recommend this model to clients I coach who discover they want to lead and manage through conflict in more effective ways.

Here's what H.E.A.T. stands for:  

H:  Hear them out. Listen to what they have to say. Don’t interrupt with pushback. Acknowledge you heard them and thank them for sharing. 

E:  Empathize. Express empathy toward how they feel.   

A:  Apologize. Don’t provide any excuses, reasons, or justifications. Just a simple, sincere apology.  

T:  Take action. Tell them what you will do to work toward a resolution.  

IMPORTANT:

After you’ve shared the action you will take, ask the person, “What else?” This helps uncover any other intricacies of the conflict to get all insights or go deeper into the heart of the conflict. Use the H.E.A.T. model in your response to their answer to, “What else?” Keep going with this approach until they have nothing else to share. 

Here’s an example conversation using H.E.A.T.: 

H:  I hear what you’re saying about how my team member treated you, and I appreciate you sharing this with me. 

E:  I sense your frustration, and I understand. 

A:  I’m really sorry about what happened. 

T:  I’m going to have a conversation with my team member and will follow-up with you on next steps. What else would you like to share with me? 

How can using the H.E.A.T. model help you work through confrontation and conflict?

Finding Purpose & Passion at Work

By: Marion Broome, PhD, RN, FAAN, & Renogize Coach

In the past I was working with a client, Sam, who was an accomplished, well-respected professional in his field. He had no outside interests he was passionate about. For years he enjoyed immensely what he was doing at work, but after his last promotion found himself wondering if there shouldn’t be more.  

Sam is not alone. A Gallup poll found that only 1/3 of employees report being engaged at work (Gallup, 2017). These individuals are motivated, passionate about their work and highly productive. It was clear that Sam was highly proficient in his field. Solving the problems he was presented with gave him a great deal of satisfaction. But over the past year, when asked ‘so what has changed for you?’ he admitted the projects were similar, the people he worked with the same, and successfully solving the problems just left him wondering whether there wasn’t more.

We initially explored why Sam thought he was feeling differently about his work. What types of projects would use his skills and knowledge to the maximum?  In the past, what was it about his job that excited him the most, and the least?

Molinsky (2017) discusses some strategies to use with a client trying to figure out how to bring joy back to their work. A close look at their position and how malleable it is to incorporate more challenge is one strategy. In Sam’s case is it possible to change teams and attract some more complex and higher level projects? Talking with his supervisor could result in some creative approaches to realigning Sam’s purpose with his work. Another approach is what Molinsky calls a ‘side hustle’. That is, is it possible to develop a hobby or consulting practice that may be similar to the kind of skills one has, but different enough to ignite that passion again. A final option is to plan for leaving the current position. This would take some planning and networking. And all the thinking and discussing what his passion and purpose is will be very useful as he considers his options and looks at other positions.

References

Boyle & A. Mann (2017). American Workplace Changing at a Dizzying Pace. Gallup News, February 15, 2017.

Molinsky, A. ( 2017 ). ”What to do when your heart isn’t in your work anymore” in M. Hansen & D. Keltner, Finding meaning at work even when your job is dull. Harvard Business Review. www.harvardbusiness.org

HABITS

By: Andy Fry, Renogize Coach & Director of Operations

Have you ever sat down to think about how many habits we reinforce on a daily and weekly basis? There are numerous repetitive movements and actions that we have grown accustomed to that, left unto themselves, will be repeated in perpetuity. How we open a door, which leg goes into our pants first, how and when we brush our teeth, how we sit down into a chair, how we make our coffee…and those are just a small sample of what happens before you leave the house in the morning! 

What if we have found that a particular habit is no longer helping us, but could be detrimental to our overall health? The simple, benign way that we carry our bag on one shoulder over time could create imbalances in our posture and hurt our back. The added sugar or aspartame from our afternoon pick-me-up drink can wreak long term havoc on our bodies. Neglecting to show gratitude at work by not telling a colleague or direct report that their contributions are important could result in a fractured relationship. None of the above, in small doses, will have a meaningful negative impact in the short term. Keep it up over an extended period, though, we could be in trouble.

How do we make a change? The solution might be simpler than first guessed. 

If we sow a thought, we reap an action. 

If we sow an action, we reap a habit. 

If we sow a habit, we reap a lifestyle. 

If we sow a lifestyle, we reap our character. 

Following this progression back to its source, our character is largely defined by what we choose to think about on a continual basis. Put simply, we are what we think about on a continual basis. We must think about the change that we want to make in our lives. If we set reminders, post notes, and bring other people into our goals, we greatly increase our chances of making sustainable change. Think about something you want to change. If you think about it enough, you will be well on your way to taking action and in the very early stages of changing yourself into who you want to be.

Overcoming Imposter Syndrome

By: Keisha Cook, Renogize Coach

About 8 years ago, I decided to change careers. Before that decision, I considered myself pretty risk averse. I had never attempted to do anything without being sure I would be successful, so to find myself mid-career starting over in a new field was intimidating. I found that I frequently second-guessed myself, deferred to others even when I had the answer, and limited my contributions. I lived in a constant state of fear that people would realize that I had no idea what I was doing. It was my first experience with imposter syndrome.

Imposter syndrome is essentially doubting your abilities and feeling like a fraud despite evidence to the contrary. If you are reading this, you have likely experienced this feeling at some point in your life and/or career. While imposter syndrome may not be avoidable, here are three steps you can take to overcome it:

1. Embrace transparency. There is something about being honest with yourself and others that is liberating, and this especially holds true when dealing with imposter syndrome. Don’t be afraid to admit what you don’t know, especially to those you lead. Ask questions. Be open to learning. Not only do you relieve yourself of the pressure of having all the answers, but you create psychological safety on your team by demonstrating that it’s okay not to.

2. Recognize your strengths and lean into them. You may not be the expert in the room, but you’re in the room for a reason. What are you there to contribute? What do you know or possess that no one else does? Consciously shift your focus from what you don’t know to what you DO know.

3. Find your champions. We are often our own worse critics, and while that may drive us to grow and improve, it can be limiting if we adopt those self-critiques as our personal narrative. To balance that, find people in your life that recognize your capabilities and accomplishments and consistently encourage and advocate for you.

Imposter syndrome is common, but it doesn’t have to hold you back. You are where you are for a reason. You DO belong at the table—so show up fully and confident in what you bring!

Make an Impact

By: Andy Fry, Renogize Coach & Director of Operations

We often think of a legacy as something that takes a long time to develop and then long outlives us.  In our current day and age, it is more likely that we are a part of a greater story that didn’t start with us and will continue to be written well after we are gone. 

As the “Boomer” generation of leaders shifts toward well-earned retirements, so also goes their average of a “one career and one job” mentality.  Taking a quick look at tenures of leaders in academia and corporate business, we see that the average amount of time you have to make an impact as a leader is relatively short:

University President: 6 years

Dean of a College: 5 years

C-Suite Executive: 4.5 years

Fortune 500 CEO: 7 years

We can see that the tenure for some of our top leaders is not that long, however, the younger generations might disagree.  What is the average tenure for someone in the “Millennial” generation in a role?  Less than three years.  That means that the average Millennial has already transitioned to new positions five times or more.  Carefully consider transitions between positions.  Unfortunately, the grass isn’t greener on the other side of the fence; it is greener where it is weeded, seeded, fed, and watered.  So “water your grass” by cultivating relationships and elevating the skills and abilities of those around you.

Consider how you want to be remembered by the people in your company or organization.  Take five minutes and write it down.  Post it somewhere prominent as a reminder.  Lead in such a way as to accomplish that goal. 

You don’t have much time.  Choose to be remembered as someone who made an impact.

Leadership Identity: The Two Fundamental Questions

By: Jaime Goff, PhD, Renogize Coach

Leaders are struggling to adjust to shifting expectations in the workplace. According to McKinsey, 75% of workers believe the most stressful aspect of work is their boss, and younger employees expect to find meaning and belonging through their work.

In response, leaders are asking, “What should I do?” This is the wrong question. Instead, leaders should be asking, “Who do I need to be?”

There are two fundamental questions that inform identity:

1. Am I worthy of love and respect?

2. Are others trustworthy?

These questions inform core beliefs about ourselves and the world around us. To maintain their developmental edge and adapt to shifting demands, leaders must reflect on these questions.

Am I Worthy?

Leader identity is grounded in self-worth. Leaders who doubt their worthiness are driven by self-protection, resulting in micromanagement and an inability to delegate.

Developing self-worth is a lifelong project, but small strides in this area can make a big difference. Actions to strengthen your self-worth include:

1. Seek out coaching with Renogize to strengthen leadership confidence or a psychotherapist if you struggle with issues such as depression or anxiety.

2. Practice self-compassion.

3. Prioritize your need for connection by nurturing personal relationships.

Are Others Trustworthy?

Younger workers expect their voices to be heard and want to contribute in the workplace. If you don’t trust others, you will struggle to empower those on your team.

To become more trusting of your team, try the following:

1. Assess the source of your doubts. Is your lack of trust based on observable facts with specific people? Or is it based on past experiences unrelated to current team members?

2. Test your assumptions. Design small experiments to provide your team members with an opportunity to prove you wrong and exceed your expectations.

3. Delegate strategically. Don’t set your team up for failure by delegating tasks beyond their knowledge or skill. Base assignments on their ability to be successful, developing trust and empowerment.

Feedback is a Gift

By: Jennifer Franko, Renogize Coach & Account Manager

You may have heard the phrase, “Feedback is a gift.” When I say that while teaching leaders about the importance and value of feedback, I usually get a few eyerolls.

I get it. Feedback is perceived by many people as difficult, confrontational, and/or uncomfortable.

But the truth is, when given with pure intentions, feedback really is a gift.

1. We know how difficult it can be to offer it to a fellow colleague, direct report, or upline leader, and

2. A person can’t do anything about a potential blind spot unless a caring colleague or leader helps them see it.

As leaders, creating a culture of feedback is critical to building and maintaining a cohesive team.

What do I mean by a cohesive team?

According to Patrick Lencioni’s model for teamwork and The Five Behaviors®, A Wiley brand, the behaviors of a cohesive team are vulnerability-based trust, productive conflict, commitment, accountability, and team-based results. These behaviors involve giving and receiving feedback constantly, day-in-and day-out.

What do I mean by creating a culture of feedback?

I mean you intentionally lead and engage your people in giving each other feedback so it becomes engrained in how the team functions. The discomfort often felt when giving feedback vanishes when it becomes a natural, common act of kindness within your team or organization. 

As a leader and influencer, you have a huge opportunity to model healthy and helpful ways of giving feedback.

To provide feedback in a consistent and organized structure, consider adopting a feedback framework, such as BID: Behavior, Impact, Discover.

B – Behavior: Start by articulating and sticking to the facts about the actual behavior witnessed (something said, written, a non-verbal eyeroll or sigh, etc.), leaving out any personal opinions or perceptions.  

I – Impact: Share your perspective about the impact of that behavior (perceptions can be shared at this point).

D – Discover: Engage with the person to whom you just gave feedback to discuss what they want to do with that new insight.

Be an intentional leader who provides feedback to help others grow toward becoming the best they can be and who enables others to learn how to give feedback so it’s weaved into the fabric of your team or organization.

Lead One, Lead Many

By: Andy Fry, Renogize Coach & Director of Operations

Much has been written about the difference between IQ and EQ but one of the most profound, yet completely intuitive, statistics I have come across was from “Emotional Intelligence 2.0” by Bradberry and Greaves: People with average IQ’s out-performed people with high IQ’s 70% of the time!  We all know this though, right?  People who know themselves well and play well with others tend to be the most successful.

I like to use a simple phrase when talking about the importance of self-leadership.  “If you can lead one, you can lead many.  If you can’t lead one, you can’t lead any.”  Essentially, if you can learn to identify where you excel and mitigate the negative effects where you struggle, you will raise your ceiling of leadership.  Put differently, if you can cultivate your strengths to be able to leverage them when addressing your weaknesses, you can also coach others to do the same.  Conversely, how can we hope to lead and influence others, if we aren’t able to influence ourselves?

What are your self-identified three greatest strengths as a leader?  Go ahead, write them down.  Now aim those strengths at a challenge that you are currently facing.  How can you leverage the greatness inside of you to overcome obstacles and barriers presented by areas of leadership where you aren’t as strong?  Analytical with low empathy?  Listen intently to the words being used and learn to study the body language of the people you are communicating with.  Strong ambition with low patience?  Apply your ambition toward understanding the abilities of those around you and modifying your pace appropriately.

Leaders can be judged by how effective they are at influencing behaviors.  Unlocking your ability to modify your own actions could be the key to doing the same for your team around you.

Tools for Leading in an Ever-Changing World

By: Kevin Carr, Renogize Coach

We recently concluded a group coaching engagement with leaders facing a dilemma. They serve in an industry that is famously resistant to change. However, they find themselves increasingly aware that changes are imminent, both in their industry and their institution. Some are pushing for change. Others want to do what’s always worked. In the closing moments of our engagement, I zeroed in on an opportunity for growth: the leadership team – collectively and individually – needed to add agility to their repertoire while making sure they excel in their present-day responsibilities.

Effective leaders are agile and accountable.

Agility is the ability to act decisively in the face of uncertainty. Agile leaders are self-aware and sensitive to changes in the environment. They anticipate volatility and hold their plans loosely. They are humble and inquisitive. They are emotionally intelligent, knowing that those they lead and serve vary in their willingness and ability to adapt to change. They remain on track – and help others do the same – because they are guided and grounded by clear values and steadfastly focused on accomplishing their mission.

Effective leaders remain accountable to deliver results no matter how volatile the context. In a 2017 HBR article, John Coleman notes that effective leaders pair agility with consistency. They show up, do the hard work, and deliver results. Coleman points out that high consistency without agility leads to rigidity just as high agility without consistency leads to a lack of focus. “It’s in the combination of consistency and agility,” writes Coleman, “that leaders can become strategic, performing an organization’s purpose with excellence but changing course when the situation demands.”

Only time will tell how the group we worked with will navigate what’s headed their way. After working with them, at least two things are in their favor. The level of individual self-awareness and interpersonal trust are increasing. If they will help one another become more agile while remaining accountable, we are confident they will thrive.